Responsible for changing the way HR works for the largest organization in the world, moving from a generalist to a business partner structure supported by a global SAP solution. -Directed the developed of a Global HR Governance process, structure and tools to facilitate decision making in a matrixed organization structure. -Directed the development of global functional competencies for HR Business Partners and Communities of Expertise, including Excelling as a Business Partner, Global Collaboration and Business Acumen to build consistent competencies across the globe. -Directed the development of global HR organization structure templates for the Business Partner model as well as developing under 100 global position descriptions to support the model.

Responsible for the continued improvement of talent development and succession planning for the International Division including the talent review process and merchant development initiatives. -Responsible for the identification of talent resources to support international merger and acquisition activity. -Developed a more consistent process for on-boarding International officers to decrease turn-over and improve success rate of officers globally by ensuring a consistent selection, on-boarding and feedback process including cultural and functional immersions to ensure new officers have the tools to be successful in new roles.-Facilitated global merchant development collaboration process to improve merchant capability globally.-Facilitated annual Talent Review process for officers across all International countries. -Developed the Assessment and Talent Review toolkits for assessing leadership in acquired companies.

Directed and drove employee relations, succession planning, pay and performance, and differentiation, as well as career-pathing and engagement for the Human Resources, Finance, Legal and Property Development organizations. Facilitated semi-annual people reviews, including management review and performance management. -Directed restructuring of Salt Lake City Shared-Services Center, including structure, positions, levels and career paths for management and administrative positions.Directed the elimination/right sizing of 33% of management positions, with no impact on financial and operational functions. Created finance Operational Excellence group to drive continual process improvement. Directed and identified change-management needs and training opportunities to reach desired behaviors. -Upgraded HR team through effective performance management, coaching and development to better support the business. -Directed sourcing and selection of 47 new Property Development associates to support corporate strategy of opening 50 stores per year. -Identified leadership training needs for existing and future leaders to ensure succession plans for key positions. -Facilitated development of career-path opportunities for cross-functional groups within finance to create organization flexibility.

Organization-Design Consultant 2003-2007-Developed small Sarbanes-Oxley compliance group to meet new regulatory requirements.-Reorganized creative-marketing group to develop more effective organization to create pre-prints and mailers for company. -Created project-management organization within IT to create center of excellence for company.-Crafted IT risk-management group for corporate view of risk management and mitigation. -Created and implemented new staffing model and schedule for the IT customer-service center, moving from 12 schedules to 3. -Facilitated five-year vision, strategy and action plan for logistics Loss-Prevention group. -Restructured Salon organization to better meet strategic objectives. -Performed organization assessment for Property Development to identify organization design and staffing needs, moving from opening/building 5 new stores per year to 50. Developed scalable organization structure to support multiple store-opening strategies. -Led restructure of HR support functions for Logistics centers, creating fewer and bigger roles.

Strategically developed and greated comprehensive marketing packages, designed to attain specific sales and profit goals of division. Achieved chairman's award in 2002 for exceptional marketing plans. Contributed to committees and work groups as leading subject- matter expert to improve processes, including merchandise and marketing integration, as well as pricing and signing initiatives. -Served as key resource for Marketing Specialist training needs. -Identified corporate marketing opportunities as well as worked toward solutions, including incremental lift calculations,price-break visibility, reports for marketing analysis and e-proof on-line identification of issues impeding process goals.-Ensured constantly improving advertising-page productivity to meet sales and profit objectives.

Coordinated planning of $48 million in sales, merchandising opportunities and direction, department presentation, gross profit, manager training, inventory control, markdown-pacing and goal-setting for 16 stores in children's and family shoes division. Led company sales gain for total children's division for three consecutive quarters in 1999. Communicated strategic direction at quarterly district meetings for store managers.